Louis Baverso

Allegheny Health Network (AHN) is a non-profit academic health system affiliated with Highmark Health. The $6B network is 14 hospitals, 300+ clinical locations, and 2,600+ physicians, with 22,000 employees

• Directed enterprise operations for Allegheny Health Network ensuring accountability for hospital performance and operational execution.
• Implemented strategies for hospital operations and performance management across AHN hospital enterprise, fostering a culture of accountability and transparency.
• Facilitated discussions with CEO, board, and physician leaders to convert enterprise strategy into defined operating priorities and quantifiable deliverables.
• Implemented strategies for operational standardization and resource optimization to elevate clinical integration and improve patient outcomes across hospitals.
• Coordinated efforts between hospital and physician enterprises to strengthen access growth and prioritize quality, safety, and patient experience.
• Facilitated the development of executive teams by setting performance expectations and maintaining operational rhythm to navigate change effectively.

UAB Health System is a $7 billion system based in Birmingham, Alabama. It has more than 2,600 licensed beds across 16 owned, affiliate and network hospitals and a multi-specialty group of about 1,550 physicians and 23, 000 employees.

• Achieved seamless integration and optimization of UAB Medicine's delivery system through effective coordination. Drove strategic operations and enhanced overall performance of UAB Health System. Fostered collaboration between clinical research and business operations to elevate patient-centered services in support of UAB's mission and statewide network of hospitals.
• Engaged with CEO and senior leadership team to advocate for operational initiatives and influence decision-making on executive cabinet.
• Engaged with community hospital boards on behalf of UAB Health System to promote shared goals and address local healthcare needs.
• Oversaw strategic initiatives with a diverse team of hospital CEOs, executive vice presidents, and physician leaders to drive healthcare improvements.
• Facilitated service integration initiatives within UAB Medicine and UAB Health System to improve patient education and operational efficiency.
• Engaged with department chairs and hospital leadership to strategize and implement performance improvements in quality standards and fulfill annual goals related to personnel, financial health, and community involvement.
• Achieved seamless transitions for new hospital affiliations and acquisitions through effective leadership of integration team. Delivered comprehensive implementation plan for integration after closing on $1b hospital network acquisition.
• Designed and executed a strategic three-year plan aimed at driving market expansion and ensuring affiliate stability across the network.
• Facilitated alignment of organizational goals across hospitals and physician services with educational and research objectives.
• Led strategic discussions to obtain full board support for $389 million transition from Cerner to Epic EMR, ensuring alignment with health system goals.

UPMC's Central Pa Region comprised of seven hospitals with 1,256 beds, 160 outpatient locations, over 1,900 healthcare professionals, 13,000 employees, and $3.8 billion in revenue.

• Administered comprehensive P&L for regional services, ensuring alignment with revenue goals of $3.8 billion annually.
• Collaborated with senior leadership to align organizational goals with market trends and community needs.
• Implemented performance improvement programs, resulting in elevated patient satisfaction scores.
• Developed and executed comprehensive business plans to drive growth within regional markets.
• Managed multi-million dollar budgets, ensuring financial sustainability and accountability across departments.
• Led strategic initiatives to enhance operational efficiency across multiple healthcare facilities.

• Managed comprehensive operations of a seven-hospital network, ensuring effective integration of ambulatory specialty practices to enhance regional healthcare delivery.
• Directed financial performance and strategic oversight of services at three hospitals, contributing to a network-wide revenue of $3.8 billion.
• Managed comprehensive service line integration efforts, focusing on physician recruitment and expansion of business opportunities.
• Achieved improved patient care outcomes through effective leadership of three chief nursing officers. Drove regional growth initiatives in collaboration with three market presidents. Enhanced service line performance by coordinating efforts with ten service line vice presidents. Increased operational efficiency by managing two vice presidents of operations. Advanced clinical initiatives through strategic oversight of two vice presidents of medical affairs.
• Identified and implemented innovative strategies to drive growth across the network.
• Led strategic physician acquisition and recruitment initiatives, achieving a 20% increase in employed providers.
• Analyzed budgetary allocations and executed cost-saving measures resulting in $40 million savings compared to a $35 million budget.
• Revitalized surgical and primary care operations, achieving pre-COVID volume levels across hospitals and regional facilities.
• Implemented a volume care team strategy to streamline care processes for complex patients, successfully reducing length of stay by 10%.

UPMC Shadyside is a 520-bed tertiary care hospital with focus on primary medical care; physician and nursing education; a Magnet hospital with a broad range of specialties. UPMC Shadyside's medical staff includes nearly 1,000 primary care physicians and specialists.

• Oversaw daily operations of Shadyside Hospital and affiliated clinics across both campuses.
• Recommended, developed, and updated strategic long-range plans aligning with hospital philosophy and goals, including physician strategies.
• Fostered robust medical staff relationships, leading to improved collaboration. Advanced physician development efforts, contributing to informed decision-making with management and physicians.
• Managed profit and loss responsibilities for services at both hospitals, ensuring alignment with UPMC Health System corporate services through a matrix reporting relationship.
• Facilitated comprehensive surgical services in cardiology, anesthesiology, chronic pain, pulmonary, dermatology, and sleep labs. Achieved alignment of physician strategy across Presbyterian and Shadyside campuses to optimize patient care delivery.
• Managed service line responsibilities for laboratory services and coordinated parking and security operations for urban campuses.
• Implemented strategic partnership between ER and hospitalists, achieving a 6-hour reduction in boarding time for patients.

UPMC Magee-Womens Hospital is a full service medical/surgical 325-bed, academic hospital with 35,000 discharges, 420,000 outpatient visits, and 11,000 obstetrical deliveries annually.

• Responsible for the P&L for outpatient programs, including bariatric, GI orthopedics, oncology, thoracic and vascular surgery, pharmacy, imaging, emergency department and the UPMC Innovation Center.
• Lead all support services including facilities, maintenance, housekeeping, dietary, construction, safety, and security.
• Executive sponsor of the Patient Family Centered Care (PFCC) methodology for improving the patient experience both at Magee and throughout the system.
• Collaborated with the medical staff of the hospital to enhance clinical programs and continued growth of service lines.
• Reduced turnover from 18% to 11% in Environmental Services in 1st year and sustained that rate of retention.
• Designed and opened a new 22 Room ER and achieved 8% visit growth in a market that is currently seeing a decline in ER visits.
• Led hospital expansion of 2 new floors to the hospital a 28-bed med-surg unit and 14-bed ICU.
• Reduced imaging turnaround times for emergency room patients by 20 minutes utilizing a workflow redesign.
• Successfully completed a $9.2 million renovation of labor and delivery including 2 additional ORs pre/post areas and a central team station while keeping the department operational.
• Sponsored an employee experience group to increase staff engagement and retention.
• Collaborated with system hospitals to move volume to Magee to support the medical/surgical expansion of the hospital.